How do you create optimal conditions for change in coaching?

To get to the fundamentals, change has to begin from within. According to neuroscience, the coachee needs to experience autonomy while seeking to change.The role of a coach would be to drive insights with options that the coachee can choose from. Once the coachee owns the option, she will gravitate to making the changes happen. In a nutshell, autonomy is the key lever for triggering change.

Here’s a spoiler, in a coaching relationship with a stranger as a client or in life-coaching where the client is often expected to speak out personal and intimate matters in front of their coach, a coach is at a crossroads of starting with trust factors! How do you get started with very little or no trust to begin with? In my practice, I have found that some of the neuro-linguistic programming (NLP) techniques such as Mirroring, Pacing and Labelling to be of great help. A measured use of such techniques in our conversations with client does help strike quick rapport. Once rapport is built, the coach has to offer the client the gift of their presence and vulnerability to explore along with the client.

When someone talks to an executive coach, coach need to make sure that he listens to him carefully and understands the root cause of his problem. To build the report, good listening skills are a must. Make the other person comfortable and then build the rapport that he can open up with you. Probe him with right questions. Boost his self confidence. Give him market insights Make him aware of his situation. Don't Lie Also don't punch the facts onto his face. Go Slow And try your best that he doesn't need your support ever again,

Trust and rapport forms the bedrock of any coaching engagement. Trust is cultivated when the coaching space is non-judgmental. The antidote to being judgmental is being curious, which is the primary responsibility of the coach.

It is a work of a lifetime for the coach to present themselves with authenticity and develop a reputation of being trust worthy. Thereafter, a Coachee would choose you because you are already trusted. I have never found a concern about trust. May be because I first created a reputation and then pushed by my own readers and attendees in my training programmes I turned a coach. One client sits in front of me, then client knows that trust is a given and I focus more on offering understanding.. RS

A coach must be very quickly able to understand what motivates the clients and then choose those kind of authentic stories from own experience which are aligned to Coachees mindset and get received well. I personally don't believe too much in techniques.Simple pure conversations can work too.. RS

When we say someone is coachable, we're referring to their openness to receive feedback, their readiness and willingness to learn, and even their eagerness to alter their behavior. Sounds pretty straightforward, right? But when someone isn't fully engaged with what they're learning, their motivation to stick to the process will likely falter. How do we stoke a fire of commitment toward the areas we're being coached in? By recognizing the value we derive from this experiences and harnessing this understanding to fuel our motivation. Coaching isn't merely about instilling a specific set of skills or knowledge—it's about guiding individuals and us to tap into full potential in areas they and we truly care about.

Readiness and willingness are typically marked by three characteristics - humility, self-efficacy, and drive. Humility allows us to fail which is necessary for experimentation. Self-efficacy generates confidence in the ability to succeed. Drive pushes us to be productive for its own sake and fills us with inspiration.

I believe it's imperative to proactively share your knowledge and experiences when considering change in coaching, when you share what you know, you embodie care and willingness to improve others. That not only builds rapport but ensure growth and development for all.

Help the coachee become more aware of their beliefs, values, and thought patterns. Explore how these internal factors influence their behaviors and decision-making. Employ active listening skills to fully understand the coachee's perspective and concerns. Ask powerful open-ended questions that stimulate deeper thinking and self-discovery.

I use everything - listening to clients stories, sharing from my own experiences, getting them to identify exact spots where things could have taken a different and more positive turn and my own deliberate use of the knowledge and insights gained through NLP to keep myself motivated help me...Once a Coachee is able to see, hear and feel how reframing a situation could have led to better outcome, awareness gets enhanced. ..It is a lot to do with ability of a coach to be a captivating conversationalist where listening is not the only role....

A coachee must return to the next session prepared to share their learning during the gap. Something must be learnt everyday. In my book Listening to Leading I have clearly put my thoughts on the concept that to feel alive you need to grow. That can happen only through learning..

Accountability and responsibility is the foremost condition for change. It helps one break free from the victim mindset and exercise agency in moving forward. Accountability can be cultivated by helping coachees examine their actions in light of their intentions and raising awareness about the consequences of the choices they are making.

Le feedback positif est essentiel pour le client. Pour prendre conscience de ce qu'il ne voit pas parfois , ou ne veut pas voir ni entendre. Cette prise de conscience est puissante si elle est suivie de premiers engagements , de changements, de mises en oeuvre. Selon les cultures il n'est pas toujours courant ni évident de recevoir ces feedbacks positifs et encourageants. Mes clients ont parfois du mal à intégrer le positif , je leur fait écrire ou dessiner pour qu'ils visualisent et gardent une trace.

Human beings crave certainty. One of the biggest fears is the fear of unknown, which makes change quite scary. Coaches need to recognize that resistance is natural to change and empathize with their coachees while offering them a combination of support and challenge.

Change is dynamic. Recognizing this, coaches need to be adaptable and flexible in their approach to coaching too. The onus is not only on the coachee. I have had to change my coaching strategy through one of my client's coaching journey purely because his needs and particular circumstance within his organisation had changed.

Start by building trust and rapport. Clarify goals and objectives. Overcome resistance. Assess current state and explore. Use effective communication. Co create an action plan. Foster accountability.